Rather, Hermès creates desire for its products (including Birkin Bag) in 2 powerful ways: *managed scarcity* and *managed desire*.
2/ Long heritage
A powerful source of scarcity is history. Founded in 1837 by Thierry Hermès as a leather workshop, Hermès passed through 6 family generations and is now run by the Dumas clan.
(Lux competitor LVMH knows the power of heritage:it owns 10+ brands over 100yr old)
3/ One-of-a-kind founding story
Humans are attracted to narrative, which Hermès fosters in all of its products.
The Birkin Bag’s founding story has become legend, which adds another layer of scarcity as it is obviously exclusive to the product:
4/ Rare craftwork
Birkin craftsmanship takes 2yrs of training (Hermès only trains 200 people per year). Each one takes 20-25hrs to make, entirely by hand w/ pricy inputs (leather, croc skin, gold).
The Dumas Credo:“We don’t have a policy of image, we have a policy of product”.
5/ Perfection takes time
Hermès products are held to the highest industry standard (can't mass manufacture).
The dedication began w/ Thierry Hermès making leather horse saddles for the Napoleons: the “saddle stitch” had to be perfect to handle animal power and not come undone.
6/ Tight supply
The rigorous craftwork limits the Birkin supply:an estimated 12k are made a year (infamously Hermès burns bags w/ slightest defect).
Each one is truly *different*.
There are ~200k Birkin Bags in circulation (by comparison, Coach sells 4m+ handbags a *year*).
7/ Managing demand
In economics, a high demand product is rationed by price. Hermès rations demand by *queue*, making the product even more sough after.
It does so by managing demand (aka “desire”) at every level: From a network of 300+ stores to sales staff to shoppers.
8/ Stores battle over goods
Twice a year, 1k store reps go to Hermès HQ in Paris and curate collections.
Hermès doesn't say how many Birkins it's making and forces each store to stock items in all categories (shoes, watches, fragrances) to ensure the whole line is showcased.
9/ Flipped shopping model
Shoppers — even very rich ones — can’t just walk in a store and ask for a Birkin. Hermès has to *offer* them the chance to buy it (think about that).
Earning an offer takes work and the added effort increases the perceived value (aka"The Ikea Effect")
10/ Work = buy other stuff
To be considered for a Birkin, a shopper has to have a relationship with sales staff. The way to develop that relationship is to buy other good (jewellery, watches, shoes, accessories).
This buying psychologically *commits* a shopper to Hermès.
11/ Unofficial waitlist
Once in good graces, Hermès may offer you a Birkin, which is put on order but you still have to wait.
Months-long anticipation creates more perceived value. Sales staff isn't even sure which colors are available. You usually just take what they receive.
12/ Social Proof
Access to Birkins is its own currency (not all rich people can get it). As the ultimate status signal, celebrities happily flaunt their “hard-earned” collections (above other lux items).
It creates mass desire, which makes the tight supply even more valuable.
13/ The Birkin Halo Effect
With limited Birkin access, “consumer surplus” spills over to other Hermès products. People buy $1k scarves or $3k wallets to taste the magic.
Expertly managing Birkin's supply and desire helps Hermès bring in $7B+ a year and it's now worth $170B+.
14/ Birkin = great investment
Finally, Birkin Bags are at the vanguard of "handbags as an asset class".
A 2016 study found that Birkin -- over the preceding 30 years -- notched annual returns of 14%, outpacing the S&P 500 at 12% and Gold at 2% (LOL).
15/ If you enjoyed that, I write threads breaking down tech and business 1-2x a week.
Def follow @TrungTPhan to catch them in your feed.
Here's a related one that might tickle your fancy:
If you are the person that did the un-aligned letters for the previous eBay logo, please contact the research app team. We are huge fans of how un-aligned the “e” is with the “y”.Bearly.AI
This article offers up reasons for popularity of simple font logos (mostly Sans Serif):
— Easier to standardize ads across mediums
— Improves readability (especially on mobile)
— The “brand” matters more than the logo velvetshark.com/why-do-brands-…
Berkshire Hathaway board member Chris Davis once asked Charlie Munger why Costco didn’t drop the membership card.
Let anyone shop and raise prices by 2% (still great value), thus making up for lost membership fees (and more).
Munger said the card is important filter:
▫️“Think about who you’re keeping out [with a membership card]. Think about the cohort that won’t give you their license and their ID and get their picture taken.
Or they aren’t organized enough to do it, or they can’t do the math to realize [the value]…that cohort will have a 100% of your shoplifters and a 100% of your thieves. Now, it’ll also have most of your small tickets.
And that cohort relative to the US population will probably be shrinking as a % of GDP relative to the people that can do the math [on Costco’s value].”▫️
I have a membership but have been guffing on the math for a few years tbh. They keep telling me to upgrade from Gold to Business but I’m too lazy (even if the 2-3% Cash Back on Business pays back after a few trips).
This is a long way of saying Costco’s membership price hike effective today — its first in 7 years — is annoying but when I decide to do the math in a few months, it’ll be worth it.
Anyway, here is something I wrote about Costco’s $9B+ clothing business my affinity for Kirkland-branded socks and Puma gym shirts. readtrung.com/p/costcos-9b-c…
Two notes:
▫️Meant “Executive” (not “Business”) membership
▫️Chris Davis was doing a pure thought experiment. Costco membership obvi high margin (on~$5B a year) and accounts for majority of Costco profits. Retail margin is tiny on ~$230B of annual sales (Costco would need like another $150B+ from letting anyone shop to make up membership profits)
One of the Team USA rowers who won a Gold Medal is an investment banker and actually did the “B2B SaaS Sales” joke on Linkedin. Legend.
Here’s the rest of the post (perfectly formatted to show up in the feed as a shitpost): linkedin.com/feed/update/ur…
Justin if you’re reading this and are available for consulting, the research app team would love to engage your B2B SaaS knowledge for our Q4 sales roadmapBearly.AI
The amount of work Hayao Miyazaki and Studio Ghibli team put into a film is mind-boggling.
Each typically has 60k-70k frames, all hand-drawn and painted with water color.
This 4-second clip (“The Wind Rises”) took one animator 15 months to do. Insane.
The docu “10 Years with Hayao Miyazaki” shows him talking to the animator (Eiji Yamamori) after its done.
It’s so good:
Miyazaki: “Good job.”
Yamamori: “It’s so short, though”
Miyazaki: “But it was worth it.”
The animator gets a second of joy (he’s pumped) but on to the next.
Miyazaki doesn’t use digital FX or computer graphics. He believes “that the tool of an animator is the pencil.”
On a related note, here’s something I wrote about another Japanese legend dedicated to the craft (Ichiro Suzuki) and the art of mastery: readtrung.com/p/jerry-seinfe…
New York City paid Mckinsey $4m to conduct a feasibility study on whether trash bins are better than leaving garbage on the street.
The deck is 95-slides long and titled “The Future of Trash”.
Some highlights:
▫️The official term is “containerization”, which is the “storage of waste in sealed, rodent-proof receptacles rather than in plastic bags placed directly on the curb.”
▫️Two main types of containerization: 1) individual bins for low density locales; 2) shared containers for high-density.
▫️NYC needs to clean up 24,000,000lbs of garbage a day
▫️Containerization has only become the norm worldwide in major cities in the past 15 years.
▫️New York City first considered containerization in the 1970s but never conducted a feasibility study until now (Mckinsey’s sales team has been dropping the ball)
▫️Key considerations for container viability:
• POPULATION DENSITY: NYC has 30k residents per square mile (more dense than comparable big cities)
• BUILT ENVIRONMENT: Few places to “hide” containers due to history of infrastructure development.
• WEATHER: Snow creates challenges for “mechanized collection” in the winter.
• CURB SPACE: Mostly taken up by bus stops, bike lanes, outdoor dining and fire hydrants.
• COLLECTION FREQUENCY: NYC needs to double frequency of pick-up for estimated speed of trash that bins would accumulate.
• FLEET: A new garbage truck will needs to be designed to collect rolling bins at scale.
▫️ The proposed solution (literally garbage bins and shared containers) covers 89% of NYC streets and 77% of residential tonnage.
▫️The three case studies — because you gotta have solid case studies — are Amsterdam, Paris and Barcelona.
▫️There is a slide called “Why containerization matters” and three reasons are “rats”, “pedestrian obstruction” and “dirty streets” (the 21-year intern that did this slide billed at prob $10k an hour is my hero).
The study is actually pretty interesting.
I have no idea if $4m is a rip-off to learn that “yeah, we should put garbage in bins so rats don’t eat it” but I would have happily done it for 10-20% of that budget (and come to a similar conclusion).
It is actually an interesting deck. Just the thought of a 20-year old newly grad getting billed at an obscene rate to say”rats get to garbage” is kinda funny
Four more solid slides:
— By the numbers (daily garbage = 140 Statue of Liberty a day!!)
— City comparison
— Container comparison (looks like they did select the “scalable” trash bin)
— Curb side analysis
Think Mckinsey telling NY to “put garbage in bins so rats don’t eat it and people can walk” will work out better than when it told AT&T in 1981 that cellphones would be “niche.”